1) Many organisations seek to help people. They may use words like #strengthsbased or #personcentred or #community. If the people who do the work are managed in a hierarchical system with baked in dominance, decisions removed from people who do the work then they will fail
2) I am influenced by the notion of preconfiguration, that the 'means become the end' and this applies in so many situations.
Orgs often tell workers what to do, don't involve them in decisions and don't grant them authority.
Then tell them to work differently with people.
3) So what I think happens is that for the worker there is a disconnect. The values they are asked to use when working with people and communities are different from the values that keep them safe in a job.
4) It's grim irony that we ask workers in health, social care, community to listen and learn and support- to be facilitators and enablers, but they don't have that freedom back at the desk
5) Something then has to give, they have to 'put on a different coat' depending on who they are working with. That leads to inauthenticity (and yes, it is seen through!)
6) It also means the worker can't really work in the way you ask them to, because the hierarchical, management by dominance culture has system conditions that create tensions between doing the right thing and doing what keeps you in a job
7) Last one - so if you don't want people to make decisions on behalf of the people you support, don't do it to the staff. If you want to enable choice and increase freedom and autonomy, start with your people first
Inner Worlds
Jan R. Boehnke
Mx Verda
RABHARTA
Matteo Cesari 
Willow
Barry
PJ "Vote Green" Coffey